Leadership fails because leaders fail to connect with each team member in a meaningful way. Leadership failures can have a profound effect on the company.
(PDF) Leadership Failure in the Eyes of Subordinates: Perception, Antecedents, and Consequences *
PDF | Effective leaders and leadership behaviors and practices are well-researched areas in the domain of leadership and management. However,... | Find, read and cite all the research you need on ResearchGate
Why Good Leaders Fail
The risk of sudden leadership failure can be headed off by early detection of challenges and better supports.
Flaky Tests Are a Leadership Failure: Stop Apologizing
Stop blaming your scripts for flakiness. Learn why it is a sign of leadership failure and learn the 1st pillars of testability: Operability & Observability.
AI Is Failing at an Overwhelming Majority of Companies Using It, MIT Study Finds
Recent figures by MIT found that 95 percent of generative AI pilots are failing, with some drastic implications for the spending bubble.
Failures count more than Successes
User-experience is defined by the times when a computer doesn't work, not by the times when it does.
How to write error messages that actually help users rather than frustrate them
One of the most consistently neglected parts of today’s user experiences is our handling of errors. We’re so busy designing the happy paths through our products that we often forget to give the same care and attention to the times when things will go wrong
Autonomy and Clarity in Leadership Styles
There’s no one right style of leadership. Use the right style of at the right time.
The Fractal Organization
The world of management is in crisis - the old remedies no longer work and organizations are failing at an increasing rate. Although many talk of 'joined up thinking', few offer practical guidance on how to achieve this in organizations. <b><i>The Fractal Organization</i></b> sets down the practical implications of a well tested systemic approach to building organizations that are capable of surviving and flourishing in these turbulent times. <p>"An excellent read…Many organizations fail at the mercy of their own ignorance. The author has done an excellent job in making ‘the science of effective organization’ accessible to management, providing them with a new knowledge to deal with the uncertainties that the markets place upon them."<br /><b>Stephen J. Brewis, Business Architect, British Telecom</b></p> <p>"...one of the most interesting, thorough and rigorous guides to management that I have ever read, … introduces new insights in every chapter… carries a credibility which acts as a counterbalance to the sometimes difficult message which he conveys which is that a lot of mainstream management practice is at best ineffective and at worst downright destructive. I would recommend this book to anyone interested in management or systems thinking."<br /><b>Penny Marrington</b>, <b>Course Chair, Systems Group, Open University</b></p> <p>"In my opinion this book manages to present sound academic theory that is relevant and helpful to the practitioner in the business. I experienced several A-HA moments."<br /><b>Pauline Marsh, Strategy Director, CS&S International, BAE SYSTEMS</b></p> <p>"The insights of the Viable System Model have been open only to a select few for much too long. Hoverstadt has gone furthest in bringing these ideas to a wider audience…Management books have too often been serious but not practical, or practical but not serious. This book is both brilliantly serious and practical, and often entertaining too."<br /><b>Professor Peter Kawalak, Manchester Business School</b></p> <p>"Integrates mainstream management ideas with the systems ideas underpinning the VSM, and flows and reads well. As a starting point for developing understanding of the VSM in today's world this book improves greatly on all books that have gone before, I would certainly recommend it to colleagues, clients, and students."<br /><b>Dr. Robin Asby, Course Chair, Communication and Systems, Open University</b></p>
The Economics of Software Teams: Why Most Engineering Organizations Are Flying Blind
A breakdown of what software development teams actually cost, what they need to generate to be financially viable, and why most organizations have no visibility into either number.
The Illusion of Decisiveness
Why product teams spin in chaos despite a "clear" strategy
Researchers Studied What Happens When Workplaces Seriously Embrace AI, and the Results May Make You Nervous
Introducing AI in the workplace can create a vicious cycle that leaves employees overburdened and burned out.
Actually, Democracy Dies in H.R.
New research sheds light on how mediocre employees help would-be authoritarians maintain power.
Why Storytelling Matters When Changing Company Culture
A conversation with the University of Utah’s Jay Barney about how leaders who successfully drive cultural change communicate through authentic, compelling stories.
relearn Leadership - the over-optimisation problem in organisations